Statements
P&L, balance sheet, cash flow, trial balance, and GL detail — by entity, consolidated, or any dimension combination, with comparatives and budget columns.
Platform · financial core
Department P&L is the single most common reason a company starts shopping for a new ERP. It is also achievable without replacing anything, provided the dimensions are carried on the journal line instead of being reconstructed in a spreadsheet every month.
Connect read-only and we will produce the dimensional reporting your current system cannot, usually within a week.
What you get
P&L, balance sheet, cash flow, trial balance, and GL detail — by entity, consolidated, or any dimension combination, with comparatives and budget columns.
Roll-ups with intercompany elimination, minority interest, and currency translation, plus the ability to drill from a consolidated line into the entity that produced it.
Department and location P&L, project and client margin, revenue per head, and the operational metrics that only work when dimensions are on the line rather than approximated.
Period over period, actual against budget or forecast, with the movement explained by the transactions that caused it rather than left as a number to investigate.
Scheduled email, Excel and CSV export, a live API, and direct sync into Snowflake or BigQuery. A report you can only view in our interface is a dependency.
The CFO agent drafts the commentary for a board pack from the actual variances, which you edit rather than write from a blank page.
It is almost never a reporting-tool problem. It is that the dimensions were never captured on the transaction, so no tool downstream can recover them. A bill coded to 6420 with no department is a bill with no department, and the monthly spreadsheet that assigns one is somebody guessing consistently.
Three things have to be true for dimensional reporting to work, and most mid-market companies have none of them:
Worth calling out specifically. Labour is the largest cost in most service businesses, and it typically enters the ledger as one summarised journal from the payroll provider with no department, location, or project on it.
That single gap makes department P&L impossible no matter how well everything else is coded. Mapping payroll to dimensions at the employee level — which is a mapping exercise, not a technical one — is frequently the highest-value hour in an entire engagement.
This is the case we make most often and it is the honest one. Where your accounting system holds the data but cannot dimension it, we read it into the business graph, add the dimensions that are recoverable, and produce the reporting from there. Where the dimensions genuinely were never captured, no system can invent them and we will tell you that the fix is at the point of entry rather than at the point of reporting.
Two years of history coded without department cannot be dimensioned retrospectively with any integrity. We can apply a mapping where one is defensible — vendor to department, employee to cost centre — and we will say clearly which figures are derived rather than captured, because presenting the two identically is how a report stops being trustworthy.
Questions
Read-only connection, about a week, and you see whether the dimensions are recoverable from what you already have.